PREVIEW OF STEP 4 TO SMALL BUSINESS SUCCESS
START-UP PLANNING
RATIONALE:
The actual Start-Up of a business takes the owner from the dream to the reality,
from the consideration to the commitment, from playing with blanks to playing
with live ammunition. Step 4, START-UP PLANNING, continues the planning phase
of the Six Steps to Small Business Success. However this Step also represents
somewhat of a transition between the previous
BUSINESS PLAN DEVELOPMENT Step
and the upcoming "operational" segments. There is still time during
the Start-up to back out of the business venture but as funding arrangements
are finalized, leases are entered into etc., the financial penalties to do so
increase dramatically. There are many individual but often interdependent steps
in starting up most businesses. It is suggested that if you are not consciously
systematic, at least in your thinking, about what these steps are for your business
and how they interrelate, chances are that you will waste a lot of time, money,
energy and maybe opportunities if you do not use the material in this start-up planning step package.
SPECIFIC PRODUCTS:(29 pages)
Within this START-UP PLANNING Step, models representing three (3) levels of
complexity in identifying your Start-Up activities are provided.
SMALL BUSINESS START-UP ACTIVITY ID SYSTEM: (Exercise and Form)
The first model is a straightforward process for identifying start-up activities
in a systematic way, along with an actual model start-up list. It should be
adequate for a very small, uncomplicated business start-up. SMALL BUSINESS START-UP DETAILS AND RESOURCE ALLOCATION: (Form)
For many small business owners, developing a single list of start-up events
will be sufficient. (Product A) To make this list even more helpful though,
additional information areas of cost, time, and responsibility can be included.
A Start-Up Details and Resource Allocation Form provides this capability. CRITICAL PATH FOR KEY SMALL BUSINESS START-UP ACTIVITIES:
(Reading, Exercise, Forms)
And finally, for an even more sophisticated approach, a third model, a critical
path model, is presented. The following components of the critical path model
available in this STEP 4 are reviewed below.
DESCRIPTION OF CRITICAL PATH APPROACH: (Reading)
This reading describes the concept of critical pathing (activities/events in
relationship to each other over time) This presentation includes the development
of a simple critical path start-up model and then provides an example of a start-up
for a hypothetical (simple) company. Also included is a critical path model
for a more complex start-up. MULTI-FUNCTION CRITICAL PATH NETWORK FOR START-UPS: (Model)
The presentation also shows how additional factors of cost and personnel resources
can be integrated into the model, similar to the addition to the simple list
for a start-up suggested in Product B. FULL START-UP DETAIL CRITICAL PATH FOR A HYPOTHETICAL BUSINESS (Model)
This is a 40+ critical path start up event for a hypothetical business, going
from conception to grand opening. SMALL BUSINESS START-UP DEVELOPMENT AND TRACKING TOOLS: (Forms)
Finally, a system of development and tracking instruments to follow the progress
of the various critical path activities/events from the beginning of the start-up
through the grand opening is also provided.
EXPECTED BENEFITS:
Once the decision has been made to actually go ahead with the business, you
will most likely be surprised at the complexity, the time, and the cost involved
with this crucial link in the Six Steps to Small Business Success chain. You
never get a second chance to make a first impression and many companies make
serious mistakes at the beginning (either by omission or commission) from which
they never recover. So this START-UP PLANNING Step and the tools that are provided
for you will probably save you a lot of headaches (and money) if used conscientiously.
The tools provided can address virtually any small business start-up, no matter
how complex.
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